WELCOME

1. WELCOME

2. Mobilizing for Action through Planning and Partnerships:what is it and why should we care? National Association of County & City Health Officials

3. Overview • What is MAPP • Overview of the Process • Stories from the Field • Importance to You

4. History of MAPP Created in 2001 by a workgroup of local public health practitioners & national partners MAPP advances the thinking behind APEXPH. 9 Demonstration Sites Since then, about 700 organizations have utilized the MAPP process Several communities in their 2nd and even 3rd iteration of MAPP

5. MAPP is: • A community-wide strategic planning process for improving public health. • A method to help communities prioritize public health issues, identify resources for addressing them, and take action.

6. MAPP Overview

7. MAPP Overview

8. Organize for Success/Partnership Development Plan a MAPP process that • Builds commitment • Engages participants • Uses participants’ time well • Results in a plan that can be successfully implemented

9. Visioning Vision and values statements provide • focus • purpose • direction

11. The Four Assessments • Forces of Change • Local Public Health System • Community Themes & Strengths • Community Health Status

12. Needed Knowledge and Skills

13. Identify Strategic Issues, Formulate Goals & Strategies

14. Action Cycle Evaluate Plan Implement

15. Steering Committee, LPHS Partners, Greater Community Organizing for Success MAPP Steering Committee Visioning LPHS Partners & Greater Community LPHSA Sub-committee CHSA Sub-committee CTSA Sub-committee FOCA Sub-committee Assessments Identify Strategic Issues Formulate Goals and Strategies Action Cycle Goal 1 Sub-committee Goal 2 Sub-committee Goal 3 Sub-committee Goal 4 Sub-committee Goal 5 Sub-committee

16. 3 Common Challenges • Resource limitations • Staff • Time • Financial • Loss of momentum • System partners leave implementation to LHD

17. Ensuring Success • Leadership support • Focus on system throughout process • Leveraging partner resources (e.g. business community) • Neutral facilitators • Clear goals, objectives, action plans, and accountability • Money follows good planning

18. MAPP as a Framework Organizational or Community Visions NPHPSP Assessment Qualitative data on Community Perceptions Community Health Assessment Priority Areas Strategies Pubic Health Activities

19. MAPP is Unique • Not just an assessment process • Not just a planning process • Not just an agency process

20. Paradigm Shift • MAPP is a journey, not a destination. • MAPP is a shift in how we think about public health activities and planning with our communities. • MAPP is a complete, long-term, system-wide PARADIGM SHIFT.

21. The MAPP Paradigm Shift

23. Three Keys to MAPP • Strategic Thinking • Community Driven Process • Focus on the Local Public Health System

24. What Does a Community-Driven Process Look Like? “There is a critical difference between going through the empty ritual of participation and having the real power needed to affect the outcome of the process.” (Sherry Arnstein, 1969: “A Ladder of Citizen Participation,” pg. 1)

25. A Ladder of Citizen Participation Citizen Control Degrees of Citizen Power Degrees of Tokenism Degrees of Non-Participation Delegated Power Partnership Placation Consultation Informing Therapy Manipulation

26. Philanthropist Community Centers Nursing Homes Doctors Employers Economic Development Local Public Health System Police Home Health Faith Organizations MCOs Health Department EMS Corrections Parks Hospitals Schools Elected Officials Mass Transit Environmental Health Civic Groups CHCs Fire Tribal Health Mental Health Drug Treatment Laboratories

27. Bringing Local Initiatives Together Is the coxswain doing her job? Are we all rowing together? Are we moving toward our agreed upon destination? Do we have the information we need to get to our destination?

28. Benefits: A.K.A. What’s in it for You? • MAPP can incorporate planning and assessment needs of a variety of program areas. • MAPP assessments provide useful data for your program. • MAPP provides strategic direction to ensure that programs and partners are aiming for shared goals. • MAPP helps create better community oriented programs. • MAPP enables programs to develop stronger project proposals.

29. More benefits… “The process served to build networks and reinforce partnerships in the community.” it served to eliminate competition, definitely made for more collaboration – much of this due to MAPP.” “A reputation for capability was created and reputation is priceless.” “I would recommend it; it helps to define critical issues and strategies.”

30. So, what do you want from me… • Identifying and Leveraging Partners • Supporting the Assessments • Helping to Identify Strategic Issues • Thinking how the information (assessments, strategic issues) might change the way you approach your programs • What else?

31. Discussion • What words that describe the MAPP process particularly stand out in your mind? • What do you like about the process? Why do you like those aspects? • What concerns you about the process? Why are you concerned about those aspects of the process? • What else do you need to better understand the process?

32. NACCHO Staff Contacts Julia Joh Elligers, MPH Program Manager, NACCHO jjoh@naccho.org (202) 507-4234 Mary Kate Allee, MPH Senior Analyst, NACCHO mallee@naccho.org (202) 507-4190 Alexandra Hart Program Assistant, NACCHO ahart@naccho.org (202) 507-4214